Designs delivered pronto to stores Continuous outline of value chain and seeks to pass on control on as many sections as possible Lead time reduced to 15 days (three weeks) time between design and sales, as contrary to the industry average of 9months Design team works through-out the school term to spot the latest fashion trends Profit growth 30% growth (45% more that the competitors) It is a fastest-growing retail business crosswise the world Successfully exported its formula internationally- many clothing companies couldnt achieve this Has simple, singular message for its customers- that of upscale experience with good character (but not best quality) product offering at a good price Low technical quality Great design product- fabric, colours, patterns and styles (product differentiation) The intriguing competition Continues to grow despite the recession and merchandising mistakes mainly repayable to its unusual structure (other rivals are downsizing) Other clothing retail merchant outsourced their manufacturing to developing countries to minimise cost and ensure greater efficiencies. Zara took a different approach to this. Developed a business that responds quickly to shifting customer needs. Driven by customer feedback vertically integrated business model, spanning design, for the just-in-time production, marketing and sales Produces more than half of its attire rather than relying on unpredictable suppliers (if you necessity something done, do it yourself) H&M (competitor) has 900 suppliers and no factories while Zara makes 40% of its fabric and produces... If you want to get a full essay, order it on our website: Ordercustompaper.com
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